SAMSA Annual Report 2015 - 2016

Programme One
CHAPTER 03
THE SAMSA VOYAGE
Our Performance Information
THE SAMSA VOYAGE
Our Performance Information
CHAPTER 03
PROGRAMME 1
ORGANISATIONAL CAPABILITY DEVELOPMENT PROGRAMME
To improve the level of organisational Resources and Capabilities from Level 3 to level 5 by 2020
PROGRAMME 1
ORGANISATIONAL CAPABILITY DEVELOPMENT PROGRAMME
To improve the level of organisational Resources and Capabilities from Level 3 to level 5 by 2020
The purpose of this programme is to develop adequate and suitable resources, capabilities and core competencies to aid the
achievement of our mandate. As part of our on-going investment in our people, and promoting career development at SAMSA, a
particular emphasis will be made in developing our next generation of leaders, with a particular focus on developing women and youth
involvement. We will also continue to establish initiatives for recognition and reward to celebrate our achievements and successes. We
will also concentrate on recruiting high calibre staff and continuing our important interventions in employee retention and well-being
programmes. The intention over the next five years is to develop best practice governance and strategic control systems, administrative
capability and a financially resourced, staffed and structured SAMSA with the required physical infrastructure to fully execute its
mandate.
To this end SAMSA has adapted a Capability Maturity Model (CMM), which is used to support organisational improvement; capability
maturity models are focused on the improvement of organisational processes (SEI 2002). CMM describes an evolutionary improvement
path from processes and capabilities characterised as ad hoc (Level 1) Developing (Level 2) Defined (Level 3), Managed (Level 4)
Optimised (Level 5) and finally Thought Leadership (Level 6). The levels provide the key practices for activities in selected administrative
and support service areas that enhance the resource and process capability in an area of focus.
NO.
2.
DESCRIPTION
Audit opinion
achieved on the
Auditor
General’s report
ANNUAL
TARGET
Unqualified
audit (with
no matters of
emphasis)
ACTUAL
ACHIEVEMENTS
FOR THE YEAR
Partially
Achieved
Internal audit
plan was not fully
implemented
REASON FOR VARIANCE
SAMSA Audit plan
implementation not yet
finalised as there are
findings that need to be
addressed.
PLANNED CORRECTIVE
ACTIONS
Continue with the implementation
of the audit plan by the end of
31st May 2016
By focusing on the issues and implementing the common features, the organisation matures. The main point of CMM is the objective
evaluation of the “ability to perform” and has been applied to many areas beyond technology and engineering, notably risk
management and business process optimisation (Hamel, 2009). A “Maturity Level” means that an organisation, Centre or a Unit, when
appraised, was found to be achieving the goals required by that level (X).These goals are a combination of specific and generic goals
from a specific set of Process and Capability Areas (PCAs). Each “Maturity Level” has a specific set of Process and Capability Areas
(PCAs) associated with it, and in turn, within those PAs has a specific set of goals.
NO.
1.
DESCRIPTION
Level achieved
on the SAMSA
Long Term
Financial
Sustainability
(LTFS)
ANNUAL
TARGET
Level 4 of the
SAMSA Long
Term Financial
Sustainability
(LTFS) Model
ACTUAL
ACHIEVEMENTS
FOR THE YEAR
Partially
Achieved
Level 2 of the
SAMSA Long
Term Financial
Sustainability
(LTFS) Model.
Based on the
Internal Auditors
report on
Controls Maturity
Report
REASON FOR VARIANCE
SAMSA is experiencing
financial challenges due
to the non-adjustment of
tariffs over a long period
of time
PLANNED CORRECTIVE
ACTIONS
To ensure full implementation
of the finance policy and
implementation of the Auditors
recommendations on Controls
maturity
3.
4.
Level achieved
on the SAMSA
processes
capability
maturity model
Level of
contribution
achieved
on the Broad-
Based Black
Economic
Empowerment
(BBBEE)
scorecard
Level 2 of
the SAMSA
processes
capability
maturity
model
Level 3 on the
BBBEE
scorecard
Achieved
Level 2
Not Achieved
Level 5 on the
BBBEE
scorecard
No Variance
Continue to rollout the
implementation across the entity
The score was 8 at the beginning
Skills development score of the year and has progressed
was 1/20
up to a rating of 5. Whilst not
adequate, SAMSA has considered
Procurement was 7/15 and actions to be taken to improve the
Enterprise development performance of the measurement
7/15
elements that make up the
scorecard
Achieved Partially Achieved Not Achieved
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